1. 4
Session 1
‘5S’

2. 5
A STRATEGY FOR
PERFORMANCE
EXCELLENCE

3. 6
INTRODUCTION
 5S Is a simple but highly effective set of
techniques that remove waste from your
work environment through better workplace
organization, visual communication and
general cleanliness.
 The pillers of 5S are defined as Seiri,
Seiton, Seiso, Sheketsu, and Shitsuke.
 Because each of the five pillars begins with
“S”, this method was appropriately names 5S.

4. 7
BACKGROUND
 Developed by the Japanese
 Workplace Organisation and
Housekeeping System
 Helps Create a Better Working
Environment and a Consistently
High Quality Process

5. 8
WHY TO IMPLIMENT 5S?
Implementing 5S across the organization will:
 Change the mindset of employees and facilitate
continuous improvement
 Improve the efficiency of employees and make them
more productive
 Eliminate time spent on non-value-added work
affecting individual and workplace efficiency
 Create a robust foundation for future work in the
quality arena
As a matter of fact, before implementing any other
quality methodology, organizations should implement
and institutionalize 5S.

6. 9
5S PRONCIPLES
 SEIRI – Organisation – Sort
 SEITON – Orderliness – Set in Order
 SEISO – The act of Cleaning – Shine
 SEIKETSU – The State of Cleanliness –
Standardize
 SHITSUKE – The Practice of Discipline -
Sustain

7. 10
5S PRINCIPLES
Sort – Clearing the work area
 Any work area should only have the items needed to perform
the work in the area. All other items should be cleared
(sorted out) from the work area.
Set In Order – Designating Locations
 Everything in the work area should have a place and
everything should be in its place. The needed items should
be kept in the correct place to allow for easy and immediate
retrieval.
Shine – Cleanliness and workplace appearance
 The third pillar of 5S helps to keep work areas, all work
surfaces and equipment clean and free from dirt, debris, oil,
etc.

8. 11
5S PRINCIPLES
Standardize : Everyone doing things the same way
 Everyone in the work area and in the organization must
be involved in the 5S effort, creating best practices and
then getting everyone to “copy” those best practices the
same way, everywhere, and every time. Work area
layouts and storage techniques should be standardized
wherever possible.
Sustain : Ingraining the 5S’s into the culture
 SUSTAIN is the last pillar of 5S and drives the
organization to be disciplined in maintaining these new
standards and procedures and in continuously improving
the 5S state of the workplace.

9. 12
5S PRINCIPLES & ACTIONS
Step Name Action
1
2
3
4
5
Sort
Set
In
order
Shine
Standardize
Sustain
Sort out unnecessary items in the work-place
And discard them.
Arrange necessary items in good order so that
They can be easily picked for use “A place for
Everything Every things in its place.”
Clean your workplace completely so that there is
No dust on floor, machine or any other area
Under consideration
Maintain high standard of housekeeping and
Workplace organization at all times.
Train people to follow good house keeping disciplines.

10. 13
5S BENEFITS
1. Sales – Increase sales (market share).
2. Savings – Save costs.
3. Safety – Provide a safe working
environment.
4. Standardization – Standardize the
operating procedure.
5. Satisfaction – Employees and
customer satisfaction

11. 14
5S BENEFITS
The 5S’s lead to improve processes and ultimately:
 Reduced set-up times
 Reduced cycle times
 Increased floor space
 Lower safety incident/accident rate
 Less wasted labor
 Better equipment reliability

12. 15
WHEN TO IMPLIMENT 5S
 Space is crowded with parts and tools
 Unneeded items are stacked between
workers
 Excess inventory on the floor
 Excess items and machines make it difficult to
improve process flow
 Equipment is dirty and a collection point for
miscellaneous materials
 Needed equipment such as tools are difficult
to find

13. 16
CHECKLIST FOR ASSESMENT
 Questions
 Do people in your departments struggle to locate
drawings, specifications, tools, dies and so forth ?
 Are there items in your departments such as files,
documents, and equipment, tools, that do not have an
owner ?
 Are there customer drawings, customer samples, old
magazines or telephone directories, in your workplace
that are not used and are gathering dust ?
 Is there any safety equipment, such as fire
extinguishers, lying around that is pass its expiration
date ?

14. 17
CHECKLIST FOR ASSESMENT
 Question
 Are there loose hanging naked electrical wires in the
department / organization ?
 Do visitor and customers struggle to reach the right
person or department in your organization ?
 Are there files in the department that are old, unlabeled,
and torn ?
 Are there instances of running out of raw material,
consumables, stationary and other items ?
 Do you observe materials, tools, consumables, files,
drawings and so forth getting mixed up ?
 Do you observe valuable space being occupied by
useless and unwanted items ?

15. 18
SEIRI – SORT
Seiri is distinguishing or sorting
out between wanted and
unwanted items in a place and
removal of the unwanted such a
place can be a shop floor, an
office, a house or a hospital.

16. 19
HOW TO IMPLIMENT SEIRKI
Some typical areas where Seiri might be applied
include work in process, unnecessary tools, unused
machinery, defective products, and paper and
documents.
 Separate needed items from unneeded items.
 Remove unneeded items from working areas
 Item never used : Discard
 Item not needed now : Store them.
 Remove all excess items from working areas,
including work pieces, supplies, personal items, tools
instruments, and equipment.

17. 20
HOW TO IMPLEMENT SEIRI
 Use red tag to get rid of unneeded items.
 Store items needed by most people in a
common storage area.
 Assign a person to organize and manage the
common storage area.
 Store items only needed by each individual in
his/her own working area.
 Organize working / Storage area.

18. 21
RED TAGGING
 The Red-Tagging Strategy is a simple method for
identifying potentially unneeded items in the factory,
evaluating their usefulness, and dealing with them
appropriately.
 It is simply putting Red tags on items in Factory that
need to be evaluated as being necessary or
unnecessary.
 An Item with Red-Tag is asking 3 Questions.
 Is this Item needed ?
 If it is needed, is it needed in this quantity ?
 If it is needed, does it need to be locate here ?

19. 22
CHECK POINTS
 Throw away/return things which are not needed
 Paperless and Re-cycle Bins for papers, bottles, etc.
 “Needed things” stored : low, medium & high usage
 Personal belongings kept to the minimum
 Treat defects, leakage, breakage and their causes
 One-is-best
 Daily “Things-to-do” List
 One set of tools/stationary/1-page form
 One hour meeting
 One stop service for customer
 One location file (e.g. LAN Server)

20. 23
ADVANTAGES OF SEIRI
 Saving in use of space.
 Removal of excess equipments/parts.
 More space made available in filling cabinet/shelf.
 Avoidance of error.
 Eliminate unsafe situations.
 Easy access to things.
 Preventing rusting or damage to materials.
 Reduced inventory by sales of scrap material/excess
materials.
 Easy available of material.

21. 24
SEITON
Seiton means to prepare correctly or straighten.
This should be understood as organizing
correctly following correct method. This means
that maintaining things in the right way.
SEITON implies arranging necessary items in
good order so that they can be easily picked for
use. Implementing SEITON means that every
thing should be kept in its place only after use

22. 25
SEITON
 First we should decide where things belong and
every thing should have a place only after use.
This will help us to pick things needed without
wasting time on searching for them.
 Three rules to be followed for implementing
SEITON
 Decide where thing need to be placed
 Keep the things in that place
 Always follow the system.

23. 26
WHY SEITON
 Needed items can be easily
found, stored and retrieved.
 First-in First-out (FIFO)
 Save space and time.

24. 27
GUIDELINES
 A Place for everything and everything in its place.
 Place tools and instructional manual close to the
point of use.
 Layout the storage area along the wall to save
space.
 Place items such that they are facing toward
passage for easily access.
 Store similar items together. Different items in
separate rows.
 Don’t stack items together. Use rack or shelf if
possible

25. 28
GUIDELINES
 Use small bins to organize small items
 Use color for quickly identifying items.
 Clearly label each item and its storage areas
(lead to visibility).
 Use see-throw cover or door for visibility.
 Use special designed cart to organize tools,
jigs, measuring devices, etc., that are
needed for each particular machine.

26. 29
HOW TO IMPLIMENT SEITON
 Get rid of unnecessary things.
 Prepare storage areas, reassign spaces, racks, cabinets
etc.,and provide for the minimum of additional storage
facilities.
 Decide the place for every thing frequently used items
close by at an easily accessible height. Decide how
thing should be put back.
 Tag/sign/label are required for each location of that
material / equipment. Even if some items are needed
for temporary use their storage place is to be decided
and proper indication to be made put a board indicating
that they are temporarily stored.

27. 30
HOW TO IMPLIMENT SEITON
 Color coding, arrows, lamps, etc., to be used for quick
identification, indication is required for out of stock, some
body using it or lost etc.,
 Define working area, path, entrance / exit lines, door
opening lines / traffic flow lines / storage space lines etc.,
 Make the system to function with minimum need of tools
e.g., use wing nuts wherever possible to avoid need of
spanners.
 Display cautions, messages and instructions in proper
height and written neatly so that people can see from a
distance.
 All fixed location and color coding should be documented.
 Frequent inspection is required.

28. 31
CHECK POINTS
 Everything has a clearly designated name & place
 Every place should have a ‘responsible person’ label
 Eliminate unnecessary covers and locks
 Functional placement for leaflets, tools and material
 Filing standards and control master list
 First in, first out arrangement
 Zoning and placement marks
 Neat notice boards (also remove obsolete notices)
 Easy-to-read notices (including zoning)
 030-second retrieval of tools, document & parts

29. 32
BENEFITS OF SEITON
 Help reducing time consumed in searching material
for use.
 Easy to inspect and recognize when material are
taken out from their location.
 Creates work effectiveness.
 Creates safety atmosphere.
 Help in inventory control.
 Better identification by using color coding.
 Improves workplace utilization.

30. 33
SEISO
Seiso means take up the job
of cleaning SEISO insist to
clean the workplace
completely so that there is
no dust on floor, machine, or
any other place under
consideration.

31. 34
OBJECTIVES
 Cleanliness ensures a more comfortable
and safe working place.
 Cleanliness will lead to visibility so as to
reduce search time.
 Cleanliness ensures a higher quality of
work and products.

32. 35
GUIDELINES
 Use dust collecting covers or devices to prevent
possible dirt or reduce the amount of dirt.
 Investigation the causes of dirtiness and implement
a plan to eliminate the sources of dirt.
 Cover around cords, legs of machines and tables
such that dirt can be easily and quickly removed.
 Operators clean their own equipment and working
area and perform basis preventive maintenance.
 Keep everything clean for a constant state of
readiness.

33. 36
GUIDELINES
 Individual cleaning responsibility
assigned
 Make cleaning and inspection easier
 Clean even the places most people do
not notice
 Cleaning inspections and correct minor
problems
 Regular sparkling cleaning campaigns.

34. 37
CHECK POINTS
 Transparency (e.g. Glass covers for see-through)
 Straight line and right-angle arrangements
 ‘Danger’ warning signs and marks
 Fire extinguisher and ‘EXIT’ signs and safety
device
 Work instructions and ‘passed’ labels
 Electrical wiring neatness and switch labels
 Energy Preservation – AC Temp. mark/switch
 Color-coded gangways/pipes and directional
marks

35. 38
CHECK POINTS
 Color coding – paper, files, containers, etc.
 Responsibility labels on floor plan or at sits.
 Prevent noise and vibration at source
 Department/Office labels and name plates
 Park-like environment (garden office/factory)

36. 39
SEIKETSU
 Seiketsu means maintaining high
standards of house keeping and
workplace organization at all
times.

37. 40
GUIDELINES
 Workers should make it a habit to be clean and tidy
(starting with themselves). Here are some things
that workers have done under the heading of
standardized clean-up:
 Removing used, broken, or surplus items from the
work area
 Marking safety a prime requirements by paying
attention to noise, fumes, lighting, cables, spills,
and other aspects of the workplace environment
 Checking that items are where they should be

38. 41
GUIDELINES
 Listening to the “Voice” of the process and
being alert to things such as unusual noises
 Ensuring that there is a place for everything
and that everything is in its place
 Wearing safe working apparel and using safe
equipment
 Minimizing all waste and the use of valuable
resources such as oil, air, steam, water, and
electricity

39. 42
SHITSUKE
 Shitsuke describes to train
people to follow good house
keeping disciplines
autonomously.

40. 43
GUIDELINES
 No matter how often the 5 S’s were
implemented, 5S conditions would fall apart in no
time and the workplace would be dirty and
chaotic again.
 Unneeded items would being to pile up as
before.
 Tools, brooms, shovels, dies, etc. would not get
returned to their proper place and we would be
forced to run all over the place trying to find
them..
 No matter how dirty equipment became, little or
nothing would be done to clean it.

41. 44
GUIDELINES
 Team members would neglect to wear safety
equipment or leave things on the floor and an
injury would occur.
 Dirty machines would start to malfunction and
produce defective parts.
 Dirt from the floor would spread to the work area
itself and cause defects.
 Dark, dirty disorganized work areas would lower
morale.
 Customers would become disgusted by the dirty
conditions and look for someone else to do their
products.

42. 45
CHECK POINTS
 Execute individual 5-S responsibilities
 Wear, if necessary, safety helmet/gloves/shoes/etc.
 Good communication and telephone practices
 Daily 5-minute 5-S practice
 One day processing of job/tasks
 Practice dealing with emergencies
 Organization Chart and Performance Indicators
 Design and follow the 5-S Manuals
 Quarterly 5-S Audit and improvements
 Seeing-is-believing : check for 5-S environment

43. 46
IMPLEMENTATION OF 5-S
 Organize the program committee. (PLAN)
 Develop a Plan for each S (PLAN)
 Announcement for the start of the programme (DO)
 Provide Training & Education to employees. (DO)
 Select a day and everybody cleanups his/her own
working area (DO)
 Select a day and everybody organizes his/her own
workplace.(DO)
 Evaluate the results of 5S.(CHECK)
 Self Examination and take corrective action.
(ACTION)

44. 47
EXERCISE-QUALITY DEPT.
 SORT.
 Cleaned Out unneeded item stored in the QA Lab.
 Cleaned out all needed items in QA Lab (for relocation).
 Remove unneeded files and documents in QA Filing System.
SET IN ORDER.
 Organize retained items in QA Lab and QA Inspection Area.
 Segregate and Label the majority of gages used for inspection.
 Move an additional worktable to the QA Lab to aid in
streamlining the first part inspection process.
 Label items and areas in the QA Lab.
 Organize filing cabinets in a logical manner.
 Labeled files and file drawers.

45. 48
EXERCISE-QUALITY DEPT.
 SHINE
 Painted the QA Lab walls, shelving and inspection table.
 Repair and paint the carts used for Final Inspection Areas.
 STANDARDIZE
 Standardized the documents and equipment needed for first part
inspections.
 Arrange and Label gauges.
 Standardize QA files.
 SUSTAIN
 Revise QA Weekly Check Sheet to include inspections of
items covered in the QA 5S event.

46. 49
EXERCISE
 Prepare 5S Check points for
Maintenance Department

47. 50
 Setting the ‘5S’ Standards and
Guidelines
 Conducting the 5S Audit

48. 51
Session 2 - Kaizen

49. 52
INTRODUCTION
 “Kai” in Japanese Language means
“Change” and
 “Zen” means “Good”
 The literary meaning of Kaizen is
“change for good”

50. 53
INTRODUCTION
 Kaizen is the Japanese philosophy of
continuous improvement by all the employees
in an organization so that they perform their
tasks a little better each day.
 It is a never ending journey centered on the
concept of starting new each day with the
principle that the methods can always be
improved.

51. 54
INTRODUCTION
 Kaizen is the philosophy of continual
improvement, that every process
can and should be continually
evaluated and improved in terms of
time required, resources used,
resultant quality, and other aspects
relevant to the process.

52. 55
INTRODUCTION
 When Applied to the workplace, Kaizen
means continuing improvement
involving everyone – managers and
workers alike.
 Kaizen is not limited to manufacturing
systems only. It also means continuing
improvement in personal life, home life,
social life, and working life.

53. 56
KAIZEN BENEFITS
 Problems are identified at source and resolved.
 Small improvements which are realized can add
up to major benefits for the business
 Improvements, which lead to changes in the
business quality, cost and delivery of products,
mean a greater level of customer satisfaction,
and business growth.
 By involving employees in looking at their
environment to bring about change, results in
improved morale as people begin to find work
easier and more enjoyable.

54. 57
5 W AND 1 H OF KAIZEN
 What is Kaizen ?
 Who should do Kaizen ?
 Why should we do Kaizen ?
 When should we do Kaizen ?
 Where should we do Kaizen ?
 How can we do Kaizen ?

55. 58
SUCCESSFUL ORGANIZATION
Organization
Growth Competition
Cost
Pressures
Changing
Customer
Demands

56. 59
CHANGE TO FACE WITH
 Competitors becoming increasingly
hostile – pressure on price
 Changes in the market place (eg.
Liberalization of government policy)
 Cheaper overseas products and relaxed
imports
 New environment / safety rules
 Globalization

57. 60
FUTURE
 In future, organizations will be based on
knowledge and not just physical assets
such as Land or Products.
 The most important employees will be
‘Knowledge workers’ and employees will
be judged on their ability to acquire
knowledge.
‘Knowledge will be the key’

58. 61
RESPONSE TO CHANGE
Kaizen : A Response to the Changing Environment
We must change
 Our way of thinking
 Our way of doing things
If we don’t move forward, we will move backward

59. 62
WHY KAIZEN ?
 To remain Competitive.
 Nothing will give more satisfaction,
motivation than seeing our ideas
implemented.
 To improve our quality of work-life.
 To improve our customer service.
 To work smarter, not harder

60. 63
WHAT IS KAIZEN
Kaizen is basically small Continuous
improvements carried out by a person
who is doing the job, in his/her day to
day work.
Who decides what is a kaizen ?
 The person who has done it.

61. 64
EXAMPLE OF KAIZEN
 ROUTINE WORK
 New way of filing that saves searching time
 Use of devices to save time and reduce fatigue
 Rearrange work elements
 NORMAL (EXPECTED) WORK
 Daily filing of papers
 Disposal of old files
 Learn new PC tools

62. 65
EXAMPLE OF KAIZEN
 IMPROVEMENT (IN OWN AREA)
 Dispatch clerk rationalizing postage envelops
 Operator inventing a method to load multiple
pieces at a time
 IMPROVEMENT (IN OTHER’S AREA)
 Workman suggesting method to eliminate
rejection
 Idea about how to save energy cost in company.

63. 66
THE CONCEPT OF 3 Mus
Here are expressions of problems :
 Muda – Waste – Activity that does not add
value to the job – Non – value added,
unnecessary, avoidable
 Mura – Inconsistency – Not uniform in size,
strength, ability, value, rank, number, etc.
 Muri – Strain – Excessive exertion / tension,
demand on one’s emotions

64. 67
MUDA
 Things that do not help anything
 Things that are not profitable
 Unprofitable actions are…
 Work procedures that make you stack or
rearrange materials, parts, products or tools
 Work that needs one or more steps
 Work that makes you wait
 Searching, Cleaning up messes, repairs, tune ups,
slow operations, sorting and inspections

65. 68
MUDA – WASTE
Questions to be asked to detect WASTE
 5W - 1H
 What for ? (Purpose)
 What is that ?
 What is it for ?
 What would happen if that operation was
eliminated ?
 What else should be done ?
 Why ? (Necessity)
 Why is it necessary ? Why that way ?
 Why is that being done ?

66. 69
MUDA – WASTE
 5 W – 1 H
 Where ? (Place)
 Where is the location ? Why there ?
 Can it be changed ? Can it be combined at one
place ?
 When ? (Sequence)
 Why at that time ?
 When it is reasonable ?
 Who ? ( Operator)
 Who is that ? Why he does that open ?
 Are many people doing the same job ?

67. 70
MUDA WASTE
 5 W – 1 H
 How ? (Method)
 Why is it being done this way ?
 Is that the best way to do it ?
 Can it be done another way ?
 How much will it cost ?

68. 71
MURA – INCONSISTENCY
 Uneven Color, texture or material
thickness
 General irregularity non uniformity or
nonconfirmity
 Inconsistency sometimes result due to
addition of personal touch

69. 72
MURA – IRRATIONALITIES
 Inadequacies
 Things that are hard to reach or
difficult to do
 Things that don’t make sense or
are hard to find reasons for
 Things we do because told to do

70. 73
KAIZEN Vs INNOVATION
Parameter Kaizen Innovation
Effect
Pace
Time Frame
Change
Involvement
Approach
Mode
Spark
Long term & long lasting Short term but dramatic
Small Steps Big steps
Continuous & Incremental Intermittent & non-incremental
Gradual & constant Volatite
Everybody Selected
Collectivism, group efforts &
systems approach
Individual Ideas & efforts
Maintenance & Improve Scrap & rebuild
Convention Know-how New tech, new theories

71. 74
WHEN KAIZEN ?
Whenever there is a
1. Pain area for individual
2. Pain area for Organization
3. Dissatisfaction over working method

72. 75
PROBLEM IDENTIFICATION
 What is a problem ?
 It’s the deviation from the norm
 Difference between what’s expected & what
is actually occuring
 Reducing or eliminating the difference
between the two is solving the problem.
 All improvements start with the perception of
a problem as a deviation from the ideal.

73. 76
Who Should do Kaizen ?
Everyone

74. 77
WHERE TO DO KAIZEN ?
 One’s own work area : Routine / Non-
routine
 Common relevant area : Own / Other
Dept.
 Other’s work area : Reception / Pantry
 More importantly : One’s own personal
area : HOME

75. 78
AREAS FOR KAIZEN
 COST
 SAFETY
 MAINTENANCE
 WASTE
 INADEQUACY
 ENERGY
 SERVICE
 PRODUCTIVITY
 TRUST
 INCONSISTENCY

76. 79
HOW TO DO KAIZEN
 Use of 5-W & 1-H
 SCARE
 Value-Added
 Non-Value Added
 PDCA
 WHY WHY ANALYSIS

77. 80
5W & 1H METHOD
 WHAT
 What is wrong ?
 What is causing problem ?
 WHERE
 Where is the problem ?
 Area, Location etc.
 WHO
 Who does it ?
 Who is responsible for this ?
 WHEN
 When does it happen ?
 WHY
 Why does it happen ?
 Why do we do it this way ?
 HOW
 How else could it be done ?
 How to improve the situation

78. 81
SCARE
 S – simplify
 C – combine
 A – add
 R – rearrange
 E - eliminate

79. 82
VA/NVA ANALYSIS
 Draw process flow charts
 Identify whether value-added
 Analyze reasons for NVA activities
 Eliminate NVA activities
 New method of working

80. 83
PDCA
PLAN DO CHECK ACT

81. 84
PRINCIPLE OF PDCA
Every time a new measure is
implemented, it must be seen
how it goes, check the results,
search out and admit mistakes
and try to do better in the next
attempt.

82. 85
WHY WHY ANALYSIS
 Why did the machine stop ?
 There was an Overload.
 Why was there an overload ?
 The bearing was not sufficiently lubricated
 Why was it not lubricated sufficiently ?
 The lubrication pump was not pumping sufficiently
 Why was pump not pumping sufficiently ?
 The shaft of the pump was warn out and rattling.
 Why was the shaft worn out ?
 There was no Stainer attached & metal scrap got
in.

83. 86
KAIZEN CULTURE
 People are free to make mistakes.
 People should admit mistakes.
 Process-oriented thinking, along with result-oriented.
 People work in a collaborative manner with mutual trust.
 Emphasize what is wrong, rather than who.
 Make decisions with data, not ad-hoc.
 Subscribe to marketing concept (customer concept).
 You are surrounded by mountains of treasures (problems).
 Improvement starts from home.
 Never fail to standardize.

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IMPROVEMENT STRATEGY
Manpower
Machines
Materials
Methods
Muda (waste)
Mura (Unevenness)
Muri (Overstain)
Eliminate
Job
operation
With Ease
Better
Faster
Cheaper
Safer
The 4 Ms The 3 Mortal Sins

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GOLDEN RULES FOR IMPROVEMENT
 Do not make an excuse.
 Think about how to do it, not how to explain
it.
 Don’t be afraid of trying, due to fear of
failure.
 Do it now.
 Do not seek perfection. 60% is good enough
to move forward.
 Try Try And try.

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GOLDEN RULES FOR IMPROVEMENT
 Replace activities that do not contribute to
profits with ones that do.
 Time is the shadow of motion.
 Do not use money. Use your head. If you
cannot use your head, sweat it out.
 There is always room for improvement.
 Management is starting with planning and
comparing it with results (PDCA cycle).

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FUNDAMENTALS OF IMPROVEMENT
 Start with small improvements
 Start with one problem, not others
 Start with an easy area
 Improvement is a part of daily routine
 Collect group wisdom
 Never accept status quo
 Never reject any Idea before trying
 Highlite Problems don’t hide them

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Openness of mind is the
prerequisite of Kaizen

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 People are not Problems
 They are Problem solvers
THANK YOU